an approach to identify capability gaps and priorities. They also laid out a framework to continually align capabilities based on strategy shifts and external changes through the project agenda. The first full capability model was built by the authors in 2001 as the framework for the demerger of Intercontinental Hotels Group (then known as Six Continents) from the parent company Six Continents PLC (formerly Bass & Co Brewery). The model included three levels of capabilities, value contribution, performance targets, capability gaps, recommended actions and sourcing decisions. In 2004, the UK Ministry of Defence released its enterprise architecture framework, MODAF. This framework extended the existing DoDAF specification by adding views for capability planning. These views were standard ways to represent how the enterprise was expected to perform over time, expressed in terms of capabilities. Other important contributions include the concept of value maps for detailing the customer proposition and more recently the profit proposition to identify capabilities that will help create Blue Ocean Strategy. Value maps extend the work of real-time strategy and the capable company by depicting a strategy canvas and providing an action framework to capture markets. In the mid-2000s, a team at Microsoft, in concert with Accelare, developed the motion methodology – a capability-based framework. In 2008, Ric Merrifield, Jack Calhoun and Dennis Stevens, in "The Next Revolution in Productivity" added the use of SOA and its role in supporting capability delivery at breakthrough cost and speed. Also introduced was the use of heat maps for capability analyses. Capability management frameworks A complete picture of the capabilities is the enterprise capability model. It is a blueprint for the business expressed in terms of the capabilities necessary to execute strategy including delivery of services. Capabilities are described in levels of abstraction; usually three levels of details: Family of capabilities; often shown as chevrons Groups of capabilities; illustrated in the health care provider diagram Specific capabilities; the level of detail to assess capabilities At the higher level, are the attributes of ownership, location, and project road maps. The lower level is where the action is and where performance targets are set, performance assessed and gaps noted. It is at this level sourcing decisions are made or projects established to close gaps. The framework includes strategic, core and enabling capabilities. Strategic capabilities: capabilities in organizational planning, strategy, and investment Core capabilities: the inventory of business capabilities that are identified as delivering